ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...

Chapter 4
The Military Decisionmaking Process
This chapter defines and describes the military decisionmaking process. Effectively
conducting the military decisionmaking process requires leaders who understand the
military decisionmaking process characteristics, steps, and plans. FM 5-0 addresses
the fundamentals of planning.
CHARACTERISTICS OF THE MILITARY DECISIONMAKING
PROCESS
4-1. The military decisionmaking process is an iterative planning methodology that integrates the
activities of the commander, staff, subordinate headquarters, and other partners to understand the situation
and mission; develop and compare courses of action; decide on a course of action that best accomplishes
the mission; and produce an operation plan or order for execution (FM 5-0). The military decisionmaking
process (MDMP) helps leaders apply thoroughness, clarity, sound judgment, logic, and professional
knowledge to understand situations, develop options to solve problems, and reach decisions. This process
helps commanders, staffs, and others think critically and creatively while planning.
Note: An Army headquarters (battalion through Army Service component command) uses the
MDMP and publishes plans and orders in accordance with the Army plans and orders format
(see Chapter 12).
An Army headquarters that forms the base of a joint task force uses the joint operation planning
process (JOPP) and publishes plans and orders in accordance with the joint format (see JP 5-0
and CJCSM 3122.03C).
An Army headquarters (such as Army Corps) that provides the base of a joint force or coalition
forces land component command headquarters will participate in joint planning and receive a
joint formatted plan or order. This headquarters then has the option to use the MDMP or JOPP to
develop its own supporting plan or order written in the proper Army or joint format to distribute
to subordinate commands.
4-2. The MDMP facilitates collaborative planning. The higher headquarters solicits input and
continuously shares information concerning future operations through planning meetings, warning orders,
and other means. It shares information with subordinate and adjacent units, supporting and supported units,
and other military and civilian partners. Commanders encourage active collaboration among all
organizations affected by the pending operations to build a shared understanding of the situation,
participate in course of action development and decisionmaking, and resolve conflicts before publishing the
plan or order.
4-3. During planning, assessment focuses on developing an understanding of the current situation and
determining what to assess and how to assess progress using measures of effectiveness and measures of
performance. Developing the unit’s assessment plan occurs during the MDMP—not after developing the
plan or order. (Chapter 7 discusses formal assessment plans.)
4-4. The MDMP also drives preparation. Since time is a factor in all operations, commanders and staffs
conduct a time analysis early in the planning process. This analysis helps them determine what actions they
need and when to begin those actions to ensure forces are ready and in position before execution. This may
require the commander to direct subordinates to start necessary movements, conduct task organization
changes, begin surveillance and reconnaissance operations, and execute other preparation activities before
14 September 2011 ATTP 5-0.1 4-1